3 Ways to Ensure Employee Feedback is Effective

Giving tough feedback, no matter how well meaning and how
necessary it may be, is hard for most people. Perhaps this is partly because
receiving feedback is rarely a pleasant experience. Many of us are hesitant
because we
have been in their shoes and would rather not inflict the pain we
anticipate they might feel.

Other times we brace ourselves for being on the other end of
what could be a strong emotional reaction. After all, dealing with other
people’s unpleasant emotions is actually painful for us, too.

Then there are those times when someone welcomes the
feedback because they want to be and do better. It would be easy to chalk this
up to personality – some people are just less sensitive and more positive than
others. But that would be a mistake. Why? Because it implies that you as a
leader have no ability to influence the situation. The reality is you have more
power than you may think.

To deliver difficult feedback and have it make a positive
impact there are 3 things you must attend to:

3 key ways to deliver difficult feedback & have it make a positive impact: @SusanMazza

Caring About Them

Just because you are someone’s boss or hold a superior
position, does not mean they will welcome your feedback. In fact, it can be
harder for an employee to hear tough feedback from a superior because they have
power over them, whether it is socially or financially. The key to opening the
door to having your tough
feedback received in a way that makes a difference, rather than sparking a
defensive reaction or not being heard, will be largely based on the extent to
which they feel you care about them and are committed to their future.

Setting a Context of Commitment for Their Future

The only context that will empower someone to take in
difficult feedback is when they believe it can serve their future. For example,
people are more apt to be able to hear that they screwed up when they believe
you are delivering the feedback to help them improve, vs. to simply tell them
that they screwed up. The former is likely to leave them with hope that they
can redeem themselves and grow, whereas the latter will more likely leave them
feeling embarrassed and/or angry.

An effective way to set the context for tough feedback is to
presence the commitment
your feedback can help them realize. It could be they want to be more influential,
develop themselves as a leader, get a promotion, be better liked or included
more. It doesn’t matter how lofty the commitment, but it does have to matter
enough for them to want to hear the bad news. The key is to make sure you focus
on their commitment or aspiration vs. your aspiration for them.

Establishing a Condition of Choice

Whether you recognize it or not people have a choice
regarding whether they will hear and internalize your feedback or not
regardless of whether they have a choice to listen to you. Even if you are a
boss, there is no guarantee which one they will choose. Caring and setting a
powerful context for your feedback are important preparation, but the ultimate
condition you must create for your feedback to land well is one of choice.

Sometimes the choice is whether to listen to your feedback
at all. Other times, for example during a performance review, the choice is how
or when they will listen.

Employee Feedback Systems

By Susan Mazza

CEO of Clarus Consulting, Susan Mazza is a business coach and motivational speaker who works with leaders and their teams to transform their performance, relationships and work environment from acceptable to exceptional. For the Halogen blog, Susan shares how leaders can best serve their talented workforce (or workforce talent), and ignite and sustain high performance through exceptional leadership.

Named one of the Top 100 Thought Leaders by Trust Across America/Trust Around the World in 2013/2015, Susan co-authored The Character-Based Leader and is the founder/author of the highly acclaimed blog RandomActsofLeadership.com.